We have bootstrapped our way to a decent size using generalists, but now we need our first true executive-level leader to own a major department. What is the process for defining this first heavy-hitter role and screening them for conative fit before making an offer?

Question

Tyler Smith · Accepted Answer

Hiring your first outside executive is a major risk if you rely solely on a standard resume and a pleasant interview. To get this right, you must first define the seat clearly on your Accountability Chart before looking at any candidates. Outline the five major responsibilities of the role and ensure you are clear on what it means to GWC™ the seat. Once you have a pool of candidates who have the right cognitive skills and industry experience, you must screen them for conative alignment using the Kolbe A Index. Do not make the mistake of hiring someone who works exactly like you do. If you are a founder who acts as a high Quick Start, constantly pivoting and launching new initiatives, your first executive hire needs to bring operational stability. Look for someone with a high score in Follow Thru, which indicates a natural instinct to build structures, document processes, and bring projects to completion. During the interview process, use behavioral questions to test for these instincts. Ask them to describe how they solved a complex problem in their previous role. Listen for whether they started by gathering endless data, which is high Fact Finder, or by building a system, which is high Follow Thru. Finally, align their incentives with your long-term plan. If your goal is a clean exit in three to five years, structure their compensation with performance-based bonuses tied directly to corporate Rocks rather than departmental vanity metrics.